More Measurable Results…

The art of communication is the language of leadership.
~James Hume 

BECOMING AN ALIGNED TEAM: CONSENSUS DECISION-MAKING

Case: Two world-class Fortune 100 companies formed an alliance to co-sponsor an R & D effort. A global team of 26 engineers, physicists, chemists and consumer researchers was handpicked by the Presidents of both companies to identify three “concepts” that would become funded projects.  Within three months, the team identified 17 concepts, but struggled for another year, unable to decide on the best options. They decided to conduct additional consumer surveys, which added two new concepts! Rich was contacted and convened the group for two working sessions.

Results: The team reached consensus on three concepts. One is now available in appliance stores worldwide.

OVERCOMING "WE'VE ALWAYS DONE IT THIS WAY"

Case: For decades, design engineers at this major global company used a traditional prototyping “test-it-until-it-burns” strategy. Migrating to simulation-based design (SBD) would radically change how the engineers worked. Many were unconvinced. The VP responsible for the transition had an ambitious agenda. He not only wanted to develop a comprehensive understanding of the strategy, but to have his team embrace and develop a plan to implement the change.  He asked Rich to lead the change during a two-day event.

Results: The team developed a common understanding of SBD, how it would augment their processes and a twelve-month implementation plan.  SBD is now an essential aspect of the organization’s global approach.

ELIMINATING PERSONAL BIASES PAINLESSLY

Case: The Project Manager and her refrigeration team of 20 were charged with reducing 36 in-door, water and ice dispenser design options which served the company’s major brands. Design modularity emerged as the viable way to reduce the number of parts, simplifying manufacturing requirements while remaining competitive; and most importantly, keeping customers happy. However, the team could not reach consensus on the best dispenser design. The project was nine months behind and further delays would cost millions and jeopardize customer loyalty. Rich organized a two-day work session.

Results: The team reached consensus on a modular dispenser design that was cost effective, achievable in the near term, user friendly and ultimately, loved by their customers.

BREAKING DOWN SILOS: CREATING A TRUE GLOBAL TEAM

Case: A global organization was created from six functional groups that had operated independently for decades.  All embraced the notion of breaking down historical barriers. Unfortunately, one year later, they were not performing as intended. The EVP contacted Rich to convene a facilitated off-site to help the group become an aligned team.

Results: By analyzing current and ideal states and opportunities for collaboration, team and individual contracts were created for six months.  The team coalesced around defined roles and responsibilities and estimated it has saved eight to ten months of misdirected effort.